When you pad an estimate, you typically increase your estimated effort/cost due to fear. I call this estimating from a place of weakness. You are afraid of the unexpected event, so hopefully padding it will cover it. When asked why you think something might take 50% longer or cost more than expectations, it leads to […]
It’s not often, but I believe we have all experienced the meeting that goes too smoothly. There’s anywhere from four to eight people, trapped with each other for an hour, around our favorite conference table.
Recently a consultant asked me if I encourage teams to do a project postmortem or retrospective once a project is done. The goal is to review what worked well and what didn’t.
Every team needs a process they can embrace because they know that process will get them to the desired result.
In previous posts, I have discussed best practices around Change Control. Or, maybe I should say “lack of best practices” since so many organizations either fail to follow a defined process or simply don’t have one.
I had an “AHA” about a great way to eliminate the more painful conversations around career growth and how to focus on true opportunities. It centers around the question: “In a particular role, what problem are you trying to solve?”
Are you a solutioner or a supporter? Uncover the difference and how to work together to set your teams up for success.
Facilitating a panel is not so different than facilitating a requirements session.
By ensuring that these four specific roles are incorporated into your team, you can increase your chances of project success.
How spending time ahead of time preparing for projects can benefit the team in the long run.